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| Criterion |  Product Discovery Opportunity Interview |  Decision Making Pre-Mortem |  Product Discovery Problem Interview |  Decision Making Assumption Surfacing |
|---|---|---|---|---|
Purposedifferent | When opportunities are still hidden behind signals of need, it structures conversations around needs and obstacles. It looks for patterns that lead to new product opportunities. | In early initiatives with many uncertainties, planning quickly turns too optimistic. A pre-mortem makes the expected failure visible in advance and sharpens the view of causes, gaps, and countermeasures. | When the picture of the problem still needs to become solid, it asks about real situations and consequences. It separates genuine suffering from mere interest in a solution. | Plans often contain assumptions that were never openly stated and remain dangerous precisely because of that. Assumption Surfacing makes these silent premises visible and prioritizes which of them carry the initiative or could sink it. |
Complexitydifferent | Medium | Low | Medium | Low |
Timedifferent | 30-60 min je Interview | 20–45 min | 30-60 min je Interview | 45-90 min |
Participantsdifferent | 5-12 Interviews | Small cross-functional group | 5-12 Interviews | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Interview Notes, Opportunity Themes, Customer Quotes | Risk list, Mitigation plan, Assumption log | Problem Evidence, Risk Notes, Customer Segments | Assumption List, Critical Assumptions, Learning Plan |
Tagsno overlap | DiscoveryInterviewsOpportunityCustomer | RiskDecisionFailurePlanning | DiscoveryInterviewsValidation | AssumptionsRiskDecisionDiscovery |